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Engaging your employees in the second half of 2013 by Toronto Training and HR June 2013
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Engaging your employees in the second half of 2013
by Toronto Training and HR
June 2013
CONTENTS 3-4 Introduction5-6 Definitions7-8 Business drivers for engagement9-10 Dimensions of engagement11-12 Categories of engagement13-14 Top aspects of engagement15-16 It’s the little things that count17-18 What does a fully engaged employee look
like?19-20 In late 2013, what do employees want?21-23 Role of managers24-25 Organizational culture26-27 Money can’t buy loyalty28-29 High performance organizations30-31 Employment value proposition32-33 Mentoring to help disengaged employees34-36 Engagement opinions 37-39 Engagement opinions-FEEL40-42 Engagement behaviours-LOOK43-44 Seven Es of engagement45-46 Where do your employees fit?47-48 Best practices for increasing engagement49-50 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions
• Employee engagement• Discretionary effort• An engaged employee
• What it is not…
Page 7
Business drivers for engagement
Business drivers for engagement• Client and customer feedback• High cost of employee turnover• Demographic shifts• Engagement drives performance
and retention• Engagement drives business
results
Page 8
Page 9
Dimensions of engagement
Dimensions of engagement
• How can we grow?• Do I belong?• What do I give?• What do I get?
Page 10
Page 11
Categories of engagement
Categories of engagement
Page 12
Page 13
Top aspects of engagement
Top aspects of engagement • I am determined to accomplish
my work objectives and I am confident that I can meet them
• Relationship with co-workers• Opportunities to use skills and
abilities• Contribution of work to
organization’s business objectives
• Relationship with immediate supervisor
• I frequently feel that I’m putting all my effort into my work
Page 14
Page 16
It’s the little things that count
Page 6
It’s the little things that count
• Words• Action• Courtesy
Page 17
What does a fully engaged employee look
like?
What does a fully engaged employee look like?
• Intellectually and emotionally bound within the organization
• Gives 100%• Feels passionately about its
objectives• Takes personal responsibility
and accountability• Pride in the quality of their
work• Is committed to live by its
values• Will go the extra mile
Page 18
Page 19
In late 2013, what do employees want?
In late 2013, what do employees want?
• To know what is expected of them
• Have the right tools and equipment
• Opportunity to do what they do best
• Feedback, praise and recognition• Know that they are cared about• Know that they matter and make
a difference• Opportunity to progress• Learn new things• Be treated fairly• Trust-character and competence
Page 20
Page 21
Role of managers
Role of managers 1 of 2
• Manage the employee’s work and performance
• Manage the employee’s relationship with the organization
• Key behaviours and strategies
Page 22
Role of managers 2 of 2
PATTERNS OF THINKING AND BEHAVING• Connecting• Shaping• Learning• Stretching• Achieving• Contributing
Page 23
Page 24
Organizational culture
Organizational culture
• Definition• Elements of organizational
culture• Control, commitment,
collaboration, communication
Page 25
Page 27
Money can’t buy loyalty
Money can’t buy loyalty
• Care and concerns• Fairness at work• Communication• Accomplishment and
recognition• Trust
Page 28
Page 28
High performance organizations
High performance organizations
• Clear• Capable• Committed
Page 29
Page 30
Employment value proposition
Employment value proposition
• Definition• Categories• Monetary and non-monetary• Hierarchy of needs
Page 31
Page 32
Mentoring to help disengaged employees
Mentoring to help disengaged employees
• What causes a disengaged employee?
• Devalued and unrecognized• Stress• Loss of trust and confidence• The actively disengaged• Importance of culture• Mentoring and the mentor
culture
Page 33
Page 34
Engagement opinions
Engagement opinions 1 of 2• Relationship with co-workers• Opportunities to use skills
and abilities• Contribution of work to the
organization’s business objectives
• Relationship with the immediate supervisor
• The work itself• Meaningfulness of the job• Autonomy and
independence• Variety of work• Overall corporate culture
Engagement opinions 2 of 2• Organization’s financial
stability• Communication between
employees and senior management
• Management’s recognition of employee job performance
• Job-specific training• Organization’s commitment to
professional development• Networking• Organization’s commitment to
CSR• Career development and
advancement opportunities
Page 37
Engagement opinions-FEEL
Engagement opinions-FEEL 1 of 2
• I am determined to accomplish my work objectives and I am confident that I can meet them
• I frequently feel that I’m putting all my effort into my work
• I am highly motivated by my work objectives
• While at work, I’m almost always completely focused on my work projectsPage 38
Engagement opinions-FEEL 2 of 2
• I have passion and excitement about my work
• I enjoy volunteering for activities beyond my job requirements
• I feel completely plugged in at work, like I’m always on full power
Page 39
Page 40
Engagement behaviours-LOOK
Engagement behaviours-LOOK 1 of 2• In my organization,
employees are encouraged to take action when they see a problem or opportunity
• My work group never gives up
• My colleagues quickly adapt to challenging or crisis situations
• Employees in my organization deal very well with unpredictable or changing work situations Page 41
Engagement behaviours-LOOK 2 of 2
• In my work group, we are constantly looking out to see what challenge is coming next
• The people in my work group are always flexible in expanding the scope of their work
• Others in my organization view unexpected responsibilities as an opportunity to succeed at something new
• Other people in my organization often volunteer for new projects
Page 42
Page 43
Seven Es of engagement
Seven Es of engagement
Page 44
Envision
Empathize
Empower
EnhanceEvaluate
Encourage
Entanglement
Page 45
Where do your employees fit?
Where do your employees fit?
Page 46
High TOP EMPLOYER
BENCHWARMERS
STARS
DISCONNECTED FREE AGENTS
Low TOP EMPLOYER
Low levels of engagement
High levels of engagement
Page 47
Best practices for increasing engagement
Best practices for increasing engagement
• Recognize early and often• Coach and motivate
employees• Open relationships• Link the jobs of employees
with the strategy and mission• Provide freedom and autonomy• Clearly define employee roles• Open and effective
communication• Fun
Page 48
Page 49
Conclusion and questions
Page 50
Conclusion and questions
SummaryVideosQuestions
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